Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done. Described by Fortune as a 'guru to industry' and by Businessweek as a 'genius', Eliyahu M. Goldratt was an internationally recognized leader in the development of new business management concepts and systems. This 20th anniversary edition includes a series of detailed case study interviews by David Whitford, Editor at Large, Fortune Small Business, which explore how organizations around the world have been transformed by Eli Goldratt's ideas. The story of Alex's fight to save his plant contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt. Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors!

There has been a shift of policy at board level. Cash is needed and Alex Rogo’s companies are to be put on the block. Alex faces a cruel dilemma. If he successfully completes the turnaround of his companies they can be sold for the maximum return: if he fails they will be closed down. Either way Alex and his team will be out of work. It looks like lose-lose, both for Alex and for his team. And as if he doesn’t have enough to deal with, his two children have become teenagers. As Alex grapples with problems at work and at home, we begin to understand the full scope of Eli Goldratt’s powerful techniques. It’s Not Luck reveals more of the Thinking Process-techniques that consistently produce win-win solutions to seemingly impossible problems.

This fast-paced business novel does for project management what The Goal and It's Not Luck have done for production and marketing. Goldratt‘s novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Eli‘s most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you won‘t even be aware of learning about them - they ll just seem like more common sense! Critical Chain is critical reading for anyone who deals with projects. If you use block diagrams, drawings or charts to keep track of your activities, you are managing a project - and this book is for you.

After reading the newspapers and following the sharp oscillations of the stock market, it becomes apparent that hi-tech companies are of a different breed. Never before have the chances of making a fortune been so realistic and never before have large companies been so fragile. What is really going on inside these hi-tech companies? What types of pressures and challenges are they facing? And how do they cope? Computer software providers, especially the ones that specialise in handling the data needs of organizations, are prime examples of these volatile companies. In the nineties we witnessed their growth from small businesses into multi-billion dollar giants. No wonder investors were attracted. In 1998 it was easy for such companies to raise as much money as they wanted. But now, investment funds have dried up. Why? And more importantly, is there a way to reverse the trend? This book gives the answers.

Eli Goldratt is known by millions of readers worldwide as a scientist, educator and business guru. His Theory of Constraints (TOC) is taught at business schools and MBA programs around the globe. Government agencies and businesses, large and small, have adopted his methodologies. TOC has been successfully applied in almost every area of human endeavor, from industry to healthcare to education. And while Eli Goldratt is indeed a scientist, an educator and a business leader, he is first and foremost a philosopher; some say a genius. He is a thinker who provokes others to do the same.In The Choice, Goldratt once again presents his thought-provoking approach, this time through a conversation with his daughter, Efrat, as they discuss his fundamental system of beliefs. Through examples and discussions, Eli Goldratt helps us understand, holistically, how the interrelation of emotions, intuition and logic influences our ability to think clearly and problem solve when making personal and professional decisions. Can every conflict be removed? Is every situation exceedingly simple? (no matter how complex it initially looks) Can every situation be substantially improved? Is there always a win-win solution?Dr. Goldratt exhorts his readers to examine and reassess their lives and business practices by cultivating a different perspective and a clear new vision. This revised edition includes Efrat’s Notes – these notes and logical maps are helpful tools that assist in visualizing and implementing the thoughts and ideas expressed throughout this book.

This book does for retailing what Goldratt’s international bestseller The Goal did for manufacturing.A breakthrough solution is exposed when some unexpected events force Caroline and Paul, a married couple working for their family’s retail business, to make a few small changes in the way things are done. A solution that propels the family’s regional chain of stores into a very profitable, rapidly growing, international enterprise. If there is a hint of Jonah, from The Goal, reappearing in this novel, it is Henry, the soon-to-retire president and majority owner of the company who logically states that, "if you do not deal directly with the core problem, don’t expect significant improvement." Eli Goldratt’s Theory of Constraints is woven throughout this book but answers are not handed to you. The reader and the characters in the book work through the process together to discover solutions.Dr Goldratt deals with core problems inherent in the retail industry: The inability to forecast future demand accurately enough A very long supply time (often much longer than anyone thinks it is) Retailers purchasing too few of some items and too many of others The way today’s approach to logistics is forcing the inventory that is in the supply chain to be unavailable where and when it is neededThe elegant but simple solutions give the reader that sensation that followers love about Goldratt: "Ah-ha! Now I get it!" And that’s when Goldratt says: "Isn’t It Obvious?"

Eli Goldratt is known by millions of readers worldwide as a scientist, educator and business guru. His Theory of Constraints (TOC) is taught at business schools and MBA programs around the globe. Government agencies and businesses, large and small, have adopted his methodologies. TOC has been successfully applied in almost every area of human endeavor, from industry to healthcare to education. And while Eli Goldratt is indeed a scientist, an educator and a business leader, he is first and foremost a philosopher; some say a genius. He is a thinker who provokes others to do the same.In The Choice, Goldratt once again presents his thought-provoking approach, this time through a conversation with his daughter, Efrat, as they discuss his fundamental system of beliefs. Through examples and discussions, Eli Goldratt helps us understand, holistically, how the interrelation of emotions, intuition and logic influences our ability to think clearly and problem solve when making personal and professional decisions. Can every conflict be removed? Is every situation exceedingly simple? (no matter how complex it initially looks) Can every situation be substantially improved? Is there always a win-win solution?Dr. Goldratt exhorts his readers to examine and reassess their lives and business practices by cultivating a different perspective and a clear new vision. This revised edition includes Efrat’s Notes – these notes and logical maps are helpful tools that assist in visualizing and implementing the thoughts and ideas expressed throughout this book.

This book does for retailing what Goldratt’s international bestseller The Goal did for manufacturing.A breakthrough solution is exposed when some unexpected events force Caroline and Paul, a married couple working for their family’s retail business, to make a few small changes in the way things are done. A solution that propels the family’s regional chain of stores into a very profitable, rapidly growing, international enterprise. If there is a hint of Jonah, from The Goal, reappearing in this novel, it is Henry, the soon-to-retire president and majority owner of the company who logically states that, "if you do not deal directly with the core problem, don’t expect significant improvement." Eli Goldratt’s Theory of Constraints is woven throughout this book but answers are not handed to you. The reader and the characters in the book work through the process together to discover solutions.Dr Goldratt deals with core problems inherent in the retail industry: The inability to forecast future demand accurately enough A very long supply time (often much longer than anyone thinks it is) Retailers purchasing too few of some items and too many of others The way today’s approach to logistics is forcing the inventory that is in the supply chain to be unavailable where and when it is neededThe elegant but simple solutions give the reader that sensation that followers love about Goldratt: "Ah-ha! Now I get it!" And that’s when Goldratt says: "Isn’t It Obvious?"

After reading the newspapers and following the sharp oscillations of the stock market, it becomes apparent that hi-tech companies are of a different breed. Never before have the chances of making a fortune been so realistic and never before have large companies been so fragile. What is really going on inside these hi-tech companies? What types of pressures and challenges are they facing? And how do they cope? Computer software providers, especially the ones that specialise in handling the data needs of organizations, are prime examples of these volatile companies. In the nineties we witnessed their growth from small businesses into multi-billion dollar giants. No wonder investors were attracted. In 1998 it was easy for such companies to raise as much money as they wanted. But now, investment funds have dried up. Why? And more importantly, is there a way to reverse the trend? This book gives the answers.

This fast-paced business novel does for project management what The Goal and It's Not Luck have done for production and marketing. Goldratt‘s novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Eli‘s most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you won‘t even be aware of learning about them - they ll just seem like more common sense! Critical Chain is critical reading for anyone who deals with projects. If you use block diagrams, drawings or charts to keep track of your activities, you are managing a project - and this book is for you.

Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done. Described by Fortune as a 'guru to industry' and by Businessweek as a 'genius', Eliyahu M. Goldratt was an internationally recognized leader in the development of new business management concepts and systems. This 20th anniversary edition includes a series of detailed case study interviews by David Whitford, Editor at Large, Fortune Small Business, which explore how organizations around the world have been transformed by Eli Goldratt's ideas. The story of Alex's fight to save his plant contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt. Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors!

There has been a shift of policy at board level. Cash is needed and Alex Rogo’s companies are to be put on the block. Alex faces a cruel dilemma. If he successfully completes the turnaround of his companies they can be sold for the maximum return: if he fails they will be closed down. Either way Alex and his team will be out of work. It looks like lose-lose, both for Alex and for his team. And as if he doesn’t have enough to deal with, his two children have become teenagers. As Alex grapples with problems at work and at home, we begin to understand the full scope of Eli Goldratt’s powerful techniques. It’s Not Luck reveals more of the Thinking Process-techniques that consistently produce win-win solutions to seemingly impossible problems.

This fast-paced business novel does for project management what The Goal and It's Not Luck have done for production and marketing. Goldratt‘s novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Eli‘s most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you won‘t even be aware of learning about them - they ll just seem like more common sense! Critical Chain is critical reading for anyone who deals with projects. If you use block diagrams, drawings or charts to keep track of your activities, you are managing a project - and this book is for you.

After reading the newspapers and following the sharp oscillations of the stock market, it becomes apparent that hi-tech companies are of a different breed. Never before have the chances of making a fortune been so realistic and never before have large companies been so fragile. What is really going on inside these hi-tech companies? What types of pressures and challenges are they facing? And how do they cope? Computer software providers, especially the ones that specialise in handling the data needs of organizations, are prime examples of these volatile companies. In the nineties we witnessed their growth from small businesses into multi-billion dollar giants. No wonder investors were attracted. In 1998 it was easy for such companies to raise as much money as they wanted. But now, investment funds have dried up. Why? And more importantly, is there a way to reverse the trend? This book gives the answers.

Eli Goldratt is known by millions of readers worldwide as a scientist, educator and business guru. His Theory of Constraints (TOC) is taught at business schools and MBA programs around the globe. Government agencies and businesses, large and small, have adopted his methodologies. TOC has been successfully applied in almost every area of human endeavor, from industry to healthcare to education. And while Eli Goldratt is indeed a scientist, an educator and a business leader, he is first and foremost a philosopher; some say a genius. He is a thinker who provokes others to do the same.In The Choice, Goldratt once again presents his thought-provoking approach, this time through a conversation with his daughter, Efrat, as they discuss his fundamental system of beliefs. Through examples and discussions, Eli Goldratt helps us understand, holistically, how the interrelation of emotions, intuition and logic influences our ability to think clearly and problem solve when making personal and professional decisions. Can every conflict be removed? Is every situation exceedingly simple? (no matter how complex it initially looks) Can every situation be substantially improved? Is there always a win-win solution?Dr. Goldratt exhorts his readers to examine and reassess their lives and business practices by cultivating a different perspective and a clear new vision. This revised edition includes Efrat’s Notes – these notes and logical maps are helpful tools that assist in visualizing and implementing the thoughts and ideas expressed throughout this book.

This book does for retailing what Goldratt’s international bestseller The Goal did for manufacturing.A breakthrough solution is exposed when some unexpected events force Caroline and Paul, a married couple working for their family’s retail business, to make a few small changes in the way things are done. A solution that propels the family’s regional chain of stores into a very profitable, rapidly growing, international enterprise. If there is a hint of Jonah, from The Goal, reappearing in this novel, it is Henry, the soon-to-retire president and majority owner of the company who logically states that, "if you do not deal directly with the core problem, don’t expect significant improvement." Eli Goldratt’s Theory of Constraints is woven throughout this book but answers are not handed to you. The reader and the characters in the book work through the process together to discover solutions.Dr Goldratt deals with core problems inherent in the retail industry: The inability to forecast future demand accurately enough A very long supply time (often much longer than anyone thinks it is) Retailers purchasing too few of some items and too many of others The way today’s approach to logistics is forcing the inventory that is in the supply chain to be unavailable where and when it is neededThe elegant but simple solutions give the reader that sensation that followers love about Goldratt: "Ah-ha! Now I get it!" And that’s when Goldratt says: "Isn’t It Obvious?"

Eli Goldratt is known by millions of readers worldwide as a scientist, educator and business guru. His Theory of Constraints (TOC) is taught at business schools and MBA programs around the globe. Government agencies and businesses, large and small, have adopted his methodologies. TOC has been successfully applied in almost every area of human endeavor, from industry to healthcare to education. And while Eli Goldratt is indeed a scientist, an educator and a business leader, he is first and foremost a philosopher; some say a genius. He is a thinker who provokes others to do the same.In The Choice, Goldratt once again presents his thought-provoking approach, this time through a conversation with his daughter, Efrat, as they discuss his fundamental system of beliefs. Through examples and discussions, Eli Goldratt helps us understand, holistically, how the interrelation of emotions, intuition and logic influences our ability to think clearly and problem solve when making personal and professional decisions. Can every conflict be removed? Is every situation exceedingly simple? (no matter how complex it initially looks) Can every situation be substantially improved? Is there always a win-win solution?Dr. Goldratt exhorts his readers to examine and reassess their lives and business practices by cultivating a different perspective and a clear new vision. This revised edition includes Efrat’s Notes – these notes and logical maps are helpful tools that assist in visualizing and implementing the thoughts and ideas expressed throughout this book.

This book does for retailing what Goldratt’s international bestseller The Goal did for manufacturing.A breakthrough solution is exposed when some unexpected events force Caroline and Paul, a married couple working for their family’s retail business, to make a few small changes in the way things are done. A solution that propels the family’s regional chain of stores into a very profitable, rapidly growing, international enterprise. If there is a hint of Jonah, from The Goal, reappearing in this novel, it is Henry, the soon-to-retire president and majority owner of the company who logically states that, "if you do not deal directly with the core problem, don’t expect significant improvement." Eli Goldratt’s Theory of Constraints is woven throughout this book but answers are not handed to you. The reader and the characters in the book work through the process together to discover solutions.Dr Goldratt deals with core problems inherent in the retail industry: The inability to forecast future demand accurately enough A very long supply time (often much longer than anyone thinks it is) Retailers purchasing too few of some items and too many of others The way today’s approach to logistics is forcing the inventory that is in the supply chain to be unavailable where and when it is neededThe elegant but simple solutions give the reader that sensation that followers love about Goldratt: "Ah-ha! Now I get it!" And that’s when Goldratt says: "Isn’t It Obvious?"

After reading the newspapers and following the sharp oscillations of the stock market, it becomes apparent that hi-tech companies are of a different breed. Never before have the chances of making a fortune been so realistic and never before have large companies been so fragile. What is really going on inside these hi-tech companies? What types of pressures and challenges are they facing? And how do they cope? Computer software providers, especially the ones that specialise in handling the data needs of organizations, are prime examples of these volatile companies. In the nineties we witnessed their growth from small businesses into multi-billion dollar giants. No wonder investors were attracted. In 1998 it was easy for such companies to raise as much money as they wanted. But now, investment funds have dried up. Why? And more importantly, is there a way to reverse the trend? This book gives the answers.

This fast-paced business novel does for project management what The Goal and It's Not Luck have done for production and marketing. Goldratt‘s novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Eli‘s most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you won‘t even be aware of learning about them - they ll just seem like more common sense! Critical Chain is critical reading for anyone who deals with projects. If you use block diagrams, drawings or charts to keep track of your activities, you are managing a project - and this book is for you.